Document 14867501

Organisational_Structure_Design_UK_Employment_Law_Course_Employer_Employee_Relationaship_Employment_Act_2002_Employment_Relations_Act_2004_Discrimination_in_E mployment_Race_Relations_Act_Disability_Discrimination_Act_Equal_Pay_Act_Sex_Discriminatiom_Act_1975_Employment_Rights_Act_1996_Job_Design_Frustration_of_Contract_

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Organisational Structure and Design, and Salient Issues in UK Employment Law, Leading to Diploma

– Postgraduate in

Organisational

Structure and Design, and Salient Issues in UK Employment Law , Accumulating to Postgraduate Diploma, Progressing to MA, MBA, MSc

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 PhD (University of London);

 MEd. M. (University of Bath);

 Adv. Dip. Ed. (University of Bristol);

 PGCIS (Thames Valley University);

 ITC (UWI);

 Member of the Standing Council of Organisational Symbolism (MSCOS);

 Member of the Asian Academy of Management (MAAM);

 Member of the International Society of Gesture Studies (MISGS);

 Member of the Academy of Management (MAOM);

 LESAN;

 Professor, HRODC Postgraduate Training Institute;

 Visiting Professor, Polytechnic University of the Philippines (PUP).

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For Whom This Course is Designed

This Course is Designed For:

 Organisational Development (OD) Professionals and Practitioners

 Human Resource Professionals

 Managers

 Supervisor



Training and Development Specialists

 Executive and Management Development Directors



Performance Consultants



Internal Corporate Consultant

 Organisational Change Agents



Line Managers and Design Teams

 Department Heads

 Human Resource Professionals

 Human Resource Managers

 Human Resource Specialists who need to expand their knowledge and expertise in all aspects of human resources management

 Executives

 Directors

 Managers who need current, specialized knowledge

 Supervisors

 Experienced managers who are new to the HR field

 Other mid-level managers pursuing a career change or promotion



Business consultants

 MBA students



Those considering entering the field of Human Resource Management Early- to mid-career professionals who need to manage the increasing complexity of interpersonal or organizational dynamics in their jobs

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

Entrepreneurs who want to learn about human resource management



Small business owners who do not have in-house professional Human

Resource Management expertise

 Anyone who wants to build expertise in organizational design and change management

Duration: 6 Days

Cost:

 £4,800.00

Per Delegate for UK Delivery

 £6,000.00

Per Delegate for Delivery outside the UK

Please Note:

 V.A.T. (Government Tax) does not apply to Corporate Sponsored Individuals, taking Programmes or

Courses in any location - within or outside the UK.



It applies only to Individuals and Corporations based in the UK and to Non-UK Individual Residents taking courses in the UK

Cost includes:

 Free Continuous snacks throughout the Event Days;



Free Hot Lunch on Event Days;



Free City Tour;



Free Stationery;



Free On-site Internet Access;

 Diploma

– Postgraduate – in

Organisational Structure and Design, and Salient Issues in UK Employment Law or

 Certificate of Attendance and Participation – if unsuccessful on resit.

HRODC Postgraduate Training Institute’s Complimentary Products include:

1. HRODC Postgraduate Training Institute’s Leather Conference Folder ;

2.

HRODC Postgraduate Training Institute’s

Leather Conference Ring Binder/

Writing Pad;

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3.


Key Ring/ Chain ;

4.


Leather Conference (Computer

–

Phone) Bag – Black or Brown;

5.


8GB USB Flash Memory Drive , with

Course/ Programme Material;

6. HRODC Postgraduate Training Institute’s Metal Pen;

7. HRODC Postgraduate Training Institute’s Polo Shirt .

**Please see product images, as a separate file - Complimentary Products For Students and Delegates, from HRODC Postgraduate Training Institute.**

Daily Schedule: 9:30 to 4:30 pm.

Location: Central London and International Locations

Schedule - Part 1: http://hrodc.com/HRODC_Seminar_Schedule_06-

07.International_Seminar_Schedule_UK_Seminars.htm

Click to book this course: http://www.hrodc.com/Course_Booking_Form_London_Dubai_Kuala_Lumpur_Paris_

Johannesburg_Cairo_Jeddah_Abu_Dhabi_Kuwait_MBA_MSc_MA_Course.htm

Organisational Structure and Design, and Salient Issues in UK Employment Law

Leading to Diploma-Postgraduate in

Organisational Structure and Design, and

Salient Issues in UK Employment Law

By the conclusion of the specified learning and development activities, delegates will be able to:



Suggest the approaches which might be adopted in designing an organisation;

 Design an organisation adhering to the principles of horizontal and vertical relationship;

 Distinguish between the basic types of structure;

 Appropriately define organisational structure;

 Distinguish between organismic and mechanistic structures;

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

Explain the approaches to organisational design;



Match the organisational design approach with the level of development of the organisation;

 Identify horizontal relationships in organisational design;

 Show the vertical relationships in an organisational chart;

 Indicate the importance of vertical and horizontal relationships in organisational design;

 Illustrate lines of authority in an organisational chart;

 Illustrate communication channels in an organisational chart;

 Discuss the co-ordinating mechanism in a simple structure;

 Name the fundamental organisational structures and their variations;

 Demonstrate an awareness of the fundamental issues associated with Organisational design and their implications for effective organisational functioning;

 Identify an organisational structure from verbal description;

 Distinguish between different organisational structures;



Provide examples of different bases of divisional structure;

 Distinguish between the different types of matrix structures;



Illustrate their ability to design an appropriate organisational structure that takes account of contingent internal and external environmental factors;



Recommend the most appropriate structure for an organisation, taking contingent factors into account

 Be aware of the relationship between organisational structure and leader and organisational flexibility

 Translate the positive and negative factors of particular types of structure to the design of an organisation which will enhance the effectiveness of an enterprise

 Demonstrate their ability to encourage the type of superior-subordinate relationship which will be conducive to organisational success

 Provide the bases for structural contingencies

 Illustrate the effect of organisational structure on communication within an organisation

 Define the bases of the ‘employer-employee relationship;’

 Determine the purpose, components and parameters of the UK employment law;

 Illustrate the key provisions of the Employment Act 2002;

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

Explain the role of the Employment Act 2002 and its Statutory Instrument 2004 , in averting

‘employer-employee repudiation;’



Identify some of the key issues of the Employment Relations Act 2004 and their positive and negative effects on their organisational relations;

 Draw on The Race Relations Act 1976 , The Race Relations Amendment act 2006, The

Race Relations Act 1976 - Statutory Duties Order 2001, The Disability Discrimination Act

1995, The Disability Discrimination Act 1995 - Amendments Regulations 2003, The Equal

Pay Act 1970, The Equal Pay (Amendment) Regulations 1983 , and related Acts and

Statutory Instruments, to formulate a legally enshrined Employment Policy;

 Develop Grievance and Disciplinary Procedure which incorporates the statutory minimum requirements;

 Distinguish between instant dismissal and summary dismissal, indicating which levels and type of employee beh aviour that might warrant ‘on the spot dismissal’ that are likely to be upheld by an Employment Tribunal;



Demonstrate a heightened awareness of the functions, organisation and conduct of UK

Employment Tribunal;



List the statutory information requirement for new employees and their timescale;



Draw on employment tribunal, employment appeals tribunal and High Court cases in their explanation of ‘Frustration of Contract;’

 Use case laws to formulate a ‘Standing Plan’ which will highlight areas in the employment contract where the issue of frustration of contract can be construed with a high probability of being legally supported;

 Illustrate the fundamental issues that need to be covered by an employment contract;

 Exhibit an understanding of the value of employ ees as their organisations’ Intellectual

Property;

 Suggest ways by which their organisations intellectual property might be legally exploited;

 Explain how an organisation might protect its intellectual property;

 Use case laws to determine the issues that determine which copyright an organisation or its employee might own;

 Formulate an organisational policy that protects its intellectual capital, whilst allowing

‘Intellectual Property Rights Law’ to remain un-infringed;

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

Demonstrate an understanding of the Copyright Design and Patent Act 1988 an how these protect an organisational inventions and emblems;

 Suggest the organisations position in relation to research and development on the one hand, and intellectual property rights on the other;

 Demonstrate an unde rstanding of the legal bases of ‘reverse engineering’ and the extent to which it might be a copyright infringement;

 Explain the steps that will be able to take to avert, reduce and detect industrial sabotage;

 Explain the steps that will be able to take to avert, reduce and detect industrial espionage; and

 Determine the legal bases of industrial espionage as theft and ‘Grand Larceny’

.

Part 1: Contextualising Organisational Structure

 Defining Organisations

 Social Organisations

 Formal Organisations

 Salient Elements of Organisational Analysis

 Roles,

 Responsibilities,

 Accountability,

Internal Accountability

Upward Accountability

Downward Accountability

 The Organisation’s External Accountability

Accountability To Owners/Sponsors

Accountability To Clients/Users/Customers

Accountability To Creditors

Accountability To Sector Or Industry

Accountability To The State

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

Authority,

Traditional Authority

Charismatic Authority

Legitimate Authority

Professional Authority

 Power

 Organisational Power Sources

Authority

Control over resources

Control over information, access to and control over the information flow

Control over uncertainty

Unobtrusive Power

 Delegation

Bases of Delegation;

Delegation and Professional Authority;

Delegation and Superior-Subordinate Relationship;

Part 2: Organisational Design: Typologies and Principles

 An Introduction to Organisational Design

 Approaches to Organisational Design

 Classical Organisational Design

 Bases of Classical Organisational Design

Formal authority

Rules & regulations

Precedent for the establishment of future policy

 Protagonists of the Classical Approach to organisational Design

Max Weber

Frederick Taylor

Henri Fayol



Neo-Classical Organisational Design

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

Protagonists of Neo-Classical Organisational Design

Douglas McGregor

Rensis Likert

Chris Argyris

 Scientific Management to Organisational Design: Mechanistic Approach to

Organisational Design

 Human Relations Movement: Humanistic Approach to Organisational Design

 Contingency Approaches to Organisational Design: Structure-Environment Match

Organisational Structure for a Stable Environment

Organisational Structure for Changing Environment

Organisational Structure for Turbulent Environment

 Organisational Structure and Internal and External Relationships

 Levels of Control and Role Specificity

 Mechanistic and Organismic Structures and Their Types of Relationships



A Case In Point: The Mechanistic Factory Setting

Part 3: Organisational Design Features

 Vertical Relationships in Organisational Design

 Horizontal Relationships in Organisational Design

 Lines of Authority and Accountability in Organisational Design

 Types of Organisational Structure

The Simple Structure

The Functional Structure

The Divisional Structure and Its Internal Relationships

 Bases of Divisionalisation

Product Divisional Structure

Service Divisional Structure

Geographic or Regional Divisional Structure



The Matrix Structure

Divisional Matrix Structure

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Functional Matrix Structure



Customised Matrices

 The Divisional Structure Compared with the Functional Structure on the Basis of:

Communication,

Co-Ordination,

Worker Autonomy,

 The Organisation of the Matrix Structure

 Identifying and Designing Organisational Structures

Part 4: Organisational Control, Communication and Decision-making in Matrix and

Hierarchical Structures

 Control as an Operational Necessity;



Control as a Co-ordinating Mechanism;

 Bases of Co-ordinating;

Mutual Adjustment

Direct Supervision

Standardisation of Work Process

Standardisation of Output

Standardisation of Input

 Structurally Derived Control System;

 Importance Of Communication In Organisation

 Corporate And Subsystem Needs

Programmes

Decisions

Problems

Emergencies And Contingencies

Individual, Subsystem And System Needs And Functions.

 Barriers To Communication

Language

Cultural Differences

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Power Distance

Emotion

Part 5: UK Employment Law and Its Sources

 The Common Law;

 UK Legislation;

 European Community Law;

 Human Rights Act 1998.

Part 6: Establishing Employer-Employee Relationship (1)



Employer-Employee Relations;



The Employment Rights Act 1996;



Tenure of Employment;

 Zero Hours Contract;

 The Employment Contract:

The Employee’s Contract;

The Worker’s Contract;

The Contractor’s Contract.

 National Minimum Wage Act (NMWA) 1998;

 The Part-Time Workers (Prevention of Less Favourable Treatment) Regulations

2000;

 The Fixed-term Employees (Prevention of Less Favorable Treatment) Regulations

2002;

 Statutory Instruments 2014 No. 853 - Terms And Conditions Of Employment - The

Enterprise and Regulatory Reform Act 2013 (Consequential Amendments)

(Employment) (No. 2) Order 2014;

 The Agency Workers Regulations 2010;

 The Employment Relations Act 1999 (Blacklists) Regulations 2010;

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

The Equality Act 2010 (Disability) Regulations 2010;



The Flexible Working (Eligibility, Complaints and Remedies) Regulations 2002.

Part 7: Establishing Employer-Employee Relationship (2)

 Statutory Instruments 2014 No. 1398 - Terms and Conditions Of Employment - The

Flexible Working Regulations 2014;

 Expressed Terms of Employment Contract;

 Generally Implied Terms of Employment Contract;

 Implied Terms of Employment Contract through Common Law;

 Implied Terms of Employment Contract through Statute;

 Formulating the Employment Contract;



Variation of terms of Employment Contract;



National Minimum Wage;



Working Hours and Holidays;



Breaches of Employment Contract: The Tribunals and Courts;



The Role of the Advisory, Conciliation and Arbitration Service (ACAS)

 Working Time Regulations 1998 (incorporating Bank Holidays);

 The Employment Act 2002;

 The Employment Act 2002 - Statutory Instrument 2004;

 The Employment Relations Act 2004.

Part 8: Dismissal, Transfer and Redundancy In Employment

 Legal Dismissal Process;

 Wrongful Dismissal;

 Unfair Dismissal;

 Constructive Dismissal;

 Claim for Wrongful Dismissal;

 Complaint of Unfair Dismissal;



Definition of Redundancy;



Calculation of Redundancy Payments;

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

Redundancy;



Legal Jurisdiction For Wrongful Dismissal Claim and Unfair Dismissal Complaint;

 Transfer of Workers: Protected Rights;

 Statutory Instruments - 2014 No. 16 - Terms and Conditions Of Employment - The

Collective Redundancies and Transfer Of Undertakings (Protection Of Employment)

(Amendment) Regulations 2014.

Synopsis of Diploma – Postgraduate, Postgraduate Diploma and

Postgraduate Degree Regulation

Delegates studying courses of 5-9 days duration, equivalent to 30-54 Credit Hours (direct lecturer contact), will, on successful assessment, lead to the Diploma

– Postgraduate. This represents a single credit at Postgraduate Level. While 6-day and 7-day courses also lead to a Diploma

– Postgraduate, they accumulate 36 and 42 Credit Hours, respectively. Delegates and students who fail to gain the required level of pass, at Postgraduate Level will receive a

Certificate of Attendance and Participation. The Certificate of Attendance and Participation will not count, for cumulative purpose, towards the Postgraduate Diploma.

Courses carry varying credit values; some being double credit, triple credit, quad credit and

5-credit, etc. These, therefore, accumulate to a Postgraduate Diploma. As is explained, later, in this document, a Postgraduate Diploma is awarded to students and delegates who have achieved the minimum of 360 Credit Hours, within the required level of attainment.

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Credit Value and Credit Hours examples of Diploma

– Postgraduate Courses are as follows:

Single-Credit

Double-Credit

Triple-Credit

Quad-Credit

10-Credit (X36 Credit-Hours) to 12-

Credit (X30 Credit-Hours)

Other Credit Values are calculated proportionately.

30-36

60-72

90-108

120-144

360

Because of the intensive nature of our courses and programmes, assessment will largely be in-course, adopting differing formats. These assessment formats include, but not limited to, in-class tests, assignments, end of course examinations. Based on these assessments, successful candidates will receive the Diploma

– Postgraduate, or Postgraduate Diploma, as appropriate.

In the case of Diploma

– Postgraduate, a minimum of 70% overall pass is expected. In order to receive the Award of Postgraduate Diploma, candidate must have accumulated at least the required minimum ‘credit-hours’, with a pass (of 70% and above) in at least 70% of the courses taken.

Delegates and students who fail to achieve the requirement for Postgraduate Diploma, or

Diploma - Postgraduate - will be given support for 2 re-submissions for each course. Those delegates who fail to achieve the assessment requirement for the Postgraduate Diploma or

Diploma - Postgraduate - on 2 resubmissions, or those who elect not to receive them, will be awarded the Certificate of Attendance and Participation.

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Applicants for Diploma – Postgraduate, Postgraduate Diploma and Postgraduate Degrees are required to submit the following documents:

 Completed Postgraduate Application Form, including a passport sized picture affixed to the form;

 A copy of Issue and Photo (bio data) page of the applicant’s current valid passport or copy of his or her Photo-embedded National Identity Card;

 Copies of credentials mentioned in the application form.



On receipt of all the above documents we will make an assessment of the applicants’ suitability for the Programme for which they have applied;



If they are accepted on their Programme of choice, they will be notified accordingly and sent Admission Letters and Invoices;

 One week after the receipt of an applicant’s payment or official payment notification, the relevant Programme Tutor will contact him or her, by e-mail or telephone, welcoming him or her to HRODC Postgraduate Training Institute;

 Non-European Students will be sent immigration documentation, incorporating a

Visa Support Letter. This letter will bear the applicant’s photograph and passport details;

 Applicants will be notified of the dates, location and venue of enrolment and orientation;

 Non-UK students will be sent general information about ‘student life’ in the UK and

Accommodation details.

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There are three delivery formats for Postgraduate Diploma Courses, as follows:

1. Intensive Full-time Mode (3 months);

2. Full-time Mode (6 month);

3. Video-Enhanced On-Line Mode.

Whichever study mode is selected, the aggregate of 360 Credit Hours must be achieved.

All short courses can accumulate to the required number of hours, for the Postgraduate

Diploma, over a six-year period from the first registration and applies to both general and specialist groupings. In this regard, it is important to note that short courses vary in length, the minimum being 5 days (Diploma

– Postgraduate) – equivalent to 30 Credit Hours, representing one credit. Twelve 5-day short courses, representing twelve credits or the equivalent of 360 Credit Hours are, therefore, required for the Award of Postgraduate

Diploma.

A six-day course (Diploma

– Postgraduate) is, therefore, equivalent to 36 hours Credit Hours, representing one credit. Therefore, ten short courses, of this duration, equates to the required

360 Credit Hours, qualifying for the Award of Postgraduate Diploma. While double-credit courses last between ten and fourteen days, triple-credit courses range from fifteen to nineteen days. Similarly, quad-credit courses are from sixteen to nineteen days. On this basis, the definitive calculation on the Award requirement is based on the number of hours studied

(aggregate credit-value), rather than merely the number of credits achieved. This approach is particularly useful when a student or delegate studies a mixture of courses of different creditvalues.

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For those delegates choosing the accumulative route, it is advisable that at least two credits be attempted per year. This will ensure that the required number of credit hours for the

Postgraduate diploma is achieved within the six-year time frame.

 On the successful completion of the Postgraduate Diploma , delegates may register for the Masters Degree, after their successful completion of Course #7: Research Project:

Design, Conduct & Report .

 The Delegates’ Degree Registration Category will be dictated by the courses or modules studied at Postgraduate Diploma Level. The categories relate to Master of

Business Administration (MBA); Master of Arts (MA) Master of Science (MSc);

Executive Master of Business Administration (Executive MBA). Additional details are provided in the document entitled: regulation For HRODC Postgraduate Training

Institute Diploma

– Postgraduate - Postgraduate Diploma and Masters Degree – MA,

MBA, MSc.

Terms and Conditions

HRODC Policy Terms and Conditions are Available for viewing at: http://www.hrodc.com/COSTS.htm

Or Downloaded, at: http://www.hrodc.com/Brochure_Download_Centre.Company_Brochures_Seminar_Brochur

es_Seminar_Schedule.htm

The submission of our application form or otherwise registration by of the submission of a course booking form or email booking request is an attestation of the candidate’s subscription to our Policy Terms and Conditions, which are legally binding.

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Document 14867501

For Whom This Course is Designed

This Course is Designed For:

Organisational Structure and Design, and Salient Issues in UK Employment Law

Leading to Diploma-Postgraduate in

Synopsis of Diploma – Postgraduate, Postgraduate Diploma and

Postgraduate Degree Regulation

Terms and Conditions

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